examples of bpm+soa joint work

FOR OMG BPM/SOA INTEGRATION WORKING GROUP

EXAMPLES OF BPM + SOA JOINT WORK

Dr Alexander Samarin

www.samarin.biz

WWW.SAMARIN.BIZ

– top managers– enterprise architects– business line managers– process owners– super-users– normal users– project managers– business analysts– IT managers– IT architects– IT developers– IT operators

The main problem of BPM and SOA – too many internal stakeholders

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Examples of BPM+SOA joint work

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• Dynamic set of artefacts/assets/primitives• Artefacts are interconnected and interdependent• We have to anticipate potential changes:

– policies, compliance, technology, etc.

• Implementation of such changes necessitates the evolution of some artefacts and the relationships between them

• It must be easy to modify all artefacts and relationships without causing any unexpected side effects

System architecture view of an enterprise

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• Different estimations of the development/maintenance life-cycle cost ratio

Enterprise business systems need to be adaptive

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Examples of BPM+SOA joint work 4

95 %

5 %

40 %

60 %

80 %

20 %

1 – Estimated average in the IT industry2 – A real scenario (governmental client)3 – Estimated by an IT staff member

maintenance

development

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• Who (roles) is doing What (business objects), When (coordination of activities), Why (business rules), How (business activities) and with Which Results (performance indicators)

• Extra artefacts – Events

– Audit trails

– Two types of business object• data structures

• documents

Business processes are complex relationships between artefacts

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BPM is a tool for improving enterprise business performance

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BPM as a discipline (use processes to manage an enterprise)

BPM as software:BPM suite (BPMS)

Any process-centric enterprise has some BPM, but how can we industrialise this BPM?

A natural evolution of BPR, Lean, ISO 9001, 6 Sigma

The aim is to have a single description of business processes:- model in design- input for project planning and execution- executable program for coordination of work- documentation for all staff members- basis for management decisions

An enterprise portfolio of the business processes as well as the practices and tools for governing the design, execution and evolution of this portfolio

A multitude of tools “handle” processes

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• Definition– architectural approach for constructing

software-intensive systems from a setof universally interconnected and interdependent services (operationally independent functional units)

• Advantages– use of standard and pre-fabricated building blocks

– high level of system flexibility

– reducing complexity

Service-Oriented Architecture (SOA)

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• Services are considered to be explicitly-defined and operationally-independent units of functionality

• There is a formal description of the service provided between the service provider and the consumer

• Operational independence means that problems in one service do not affect the functioning of another service

• Implementation of services is not visible and does not need to be

Services and processes (1)

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• Processes are considered to be an explicitly-defined coordination of services to create a particular outcome

• There is a formal description of the relationship between the various services

• Coordination means that processes serve as a conductor to manage bigger services which are constituted fromsmaller services

Services and processes (2)

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• BPM, by revealing the artefacts and the relationships between them, provides the necessary context (e.g. granularity) for the definition of services

• SOA provides recommendationsfor the implementation, execution and governance of services

• BPM+SOA enable flexible,explicit and executable models of an enterprise

Synergy between BPM and SOA – structuring relationships (1)

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• Each enterprise is a complex, dynamic, unique and “fractal” relationship between services and processes– All processes are services

– Some operations of a service can be implemented as a process

– A process includes servicesin its implementation

Synergy between BPM and SOA (2) – structuring relationships


service process

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• Classification of BPM artefacts– defining services for their implementation

• A modelling procedure– four-phase guidance to

produce executable models– diagramming style– naming conventions– several practical patterns

• Promotion of joint work between the business andthe IT

• Quick iterations for building an operational prototype

Example – mutual structuring of processes and services

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• Situation– 30 different tools in use for electronic publishing

• Task– Define criteria for the selection of a single tool

• Action– Use a common business process modelling procedure

• Result (after several meetings)– agreed list of services generated to act as selection criteria

Example – selection of a single tool

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• Architecting for flexibility• Versioning of everything• Coordination of services via forms and processes• Comprehensive and constant monitoring of services

Example – improving a complex production system (1)

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• Incremental transformation from typical inter-application data flows to end-to-end coordination of services

Example – improving a complex production system (2)

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Example – adding flexibility to an enterprise application

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Before After

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Partner

timeOrganisation C

But no local organisation wants to be responsible for the whole process instance

Example – an e-Gov goal is to help partners work with the government (1)

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For example, a partner’s changes have to be declared in many governmental organisations

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Partner

Organisation B

timeOrganisation C

Inter-organisation coordination capability by an e-Gov service

Example – an e-Gov goal is to help partners work with the government (2)

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• Situation– some “pieces of work” are

being lost in a chain of applications

– ESB is not enough

• Task– coach how to apply new

technologies

• Action– make the business process

explicit– mix BPM, BAM, BEM, CEP

Example – improving a core business application

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Primary importance: the result of working together, but not individual exchanges

ESB-centric view: only flow of data

Process-centric view: bothflow of control and flow of data

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• Why do we need explicit coordination?– better control and traceability

– better governance

– more predictable results

– better testability

– makes relationships explicit

• Coordination between– enterprises, departments, people, systems, forms

• Note: special thanks to the events in BPMN

Use of business processes to make coordination explicit

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• Q: Is an extra pool, e.g. “automated system” or “executable flow”, useful?

• A: Use a “coordination pool” to define “How the job is done irrespective of Who performs the task”

Making coordination explicit (1)

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• Q: How many “coordination pools” should be used in any particular diagram: 0, only 1 or many?

• A: As many as necessary – coordination may not be centralized (e.g. like in an orchestra), but shared(e.g. like in a “Submission Interface” pattern)


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External participant

Internal service

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• An extra pool defines rules for coordination between independent parties (e.g. “Game as a process” – three coordination pools)


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• Q: Should the behavior of an external participant (e.g. a customer) be explicitly modelled?

• A: Yes, because it helps an enterprise understand how its customers see the enterprise and thus gives some ideas about how to improve customer experience

• http://www.slideshare.net/Olbrich/process-experience-the-coffee-example-2103831


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• Different coordination logic:– Template-based (or static coordination)

– Token-based (or dynamic coordination)

– Event-based (or non-structured coordination)

– Instance-based (or networked coordination)

• To illustrate the logic of instances, see the pattern SOS (from www.slideshare.net/samarin)


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• BPM– reveals the artefacts and their relationships– provides an interface with the business

• SOA– implementation, execution and monitoring of services– evolution and governance of services

• EA– organizes everything as an applied science

• BPM + SOA + EA– improved understanding between the business and the IT– explicit and executable models of an enterprise– significant reduction of barriers for business agility

Synergy between BPM, SOA and EA


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• http://www.slideshare.net/samarin– How to use BPMN for modelling business processes

– Animated patterns• Submission Interface (SI)

• Synchronisation Of Sources (SOS)

• Blog http://improving-bpm-systems.blogspot.com/– BPM reference model

• Book

Extra materials

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Thank you!

Contact information:

Alexander Samarin

[email protected]

www.improving-BPM-systems.com

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• Template: 1, Instance: N –> classic workflows

• Template: 1, Instance: 1 –> projects, e.g. a personal vacation trip

• Template: 0, Instance: 1 –> plan as you go

Ratio between templates and instances

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• Advanced Voting Solution pattern: many instances of the pool “VOTERS” for each instance of the pool “COOR”


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• Weak coordination vs. strong coordination– Army, Research, Administration, Rock climbing, Sports team,

Orchestra

• Coordination may change over time (e.g. a crisis situation)• Important

– to anticipate correctly the level of coordination required for that process

– to implement this level using an appropriate coordination technique

– to provide a simple way to switch from one coordination technique to another (similar to changing gear as a function of the driving conditions)

Consider coordination

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examples of bpm+soa joint work

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